Our deep capabilities in advanced analytics allow us to assist clients in model validation across classes. We apply deep technical expertise, extensive industry insights, and innovative analytical approaches to help organizations go beyond just managing risk to enhancing their resilience, creating value, and building risk assets.

Risk-Informed Decision Support through Advanced Analytics. We help clients define and implement the target states for their risk infrastructure and architecture. This includes setting up data lakes and simplification plans to standardize, descope, and rationalize data systems, creating significant business value and enabling clients to use data as their key strategic asset. We take a truly global, cross-sector, cross-functional view of risk issues, combining our deep industry insight and strategic skills with a structured risk-management approach, proven methodologies focused on true transformation, analytical tools, and practical implementation. We help our clients identify, quantify, and prioritize their most important risks as well as related returns. We do this using a combination of advanced quantification methods (such as analytic modeling and nontraditional data sources) and the systematic integration of qualitative factors, including strategic judgment. To complement statistically validated approaches, we integrate forward thinking, especially in risk measurement and earned value management (EVM) analytics and reporting.

When making important strategic, financial, and operational decisions, decision makers must consider risks related to information and associated trade-offs. We support our clients in integrating risk-return-related considerations into important decisions, such as planning and capital allocation and daily frontline transactions, such as contract structuring. We pay particular attention to ensuring sound risk reporting, monitoring, and control processes. Companies should choose consciously what types and levels of risk to take and what to avoid and mitigate (“risk ownership”). We help clients gauge their unique strategic, financial, and operational circumstances (“risk bearing capacity”) in order to ensure that their risk choices are aligned with their strategy and with their financial and operational risk-taking capabilities (“risk strategy and risk appetite”), so that they can optimize the risk-return trade-off.

Everyone in an organization has some responsibility in managing risk across the organization, not just the chief risk officer. Shareholders, rating agencies, and regulators and policy makers request that companies involve their top management and even their boards. However, the right structural and organizational choices, the description of roles and responsibilities, as well as the appropriate definitions of organizational units and reporting lines, are critical to ensuring robust and effective enterprise-risk management. We help clients define overall governance as well as the organization of the relevant risk, finance, and other control functions, and determine how they should interact with one another and other parts of the organization.

We are at the forefront of working with organizations to digitize their risk functions, helping them transform risk management to improve operational efficiency and effectiveness while enhancing the quality and speed of decision making. This strengthens not only risk management but also overall financial management, through higher-quality data, better data governance and architecture, and improved processes and analytics. Our resulting tool set includes diagnostics for assessing our clients’ current risk data and technology capabilities, digitization and analytics potential, and tools to help clients adopt architectures built on sound practices for infrastructure, applications, and data. Using these tools, we help clients reduce capital demand, enhance liquidity management, enhance reporting capabilities, improve transparency and decision making, increase operational efficiency, and develop more rapid and accurate pricing processes.

Mind-sets and behaviors of individuals and groups inside the organization—and not only the risk organization—play a crucial role in the execution of a company’s enterprise-risk-management strategy. We have developed a proprietary approach to risk culture that, for the first time ever, allows for the creation of a specific and detailed description of the core elements of a company´s risk culture, an analytical approach toward measuring and profiling that culture, overarching industry-specific benchmarking, and the identification of specific levers for actively influencing and developing risk culture.